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A Annual Report 2018 A Snapshot of Juroku Bank Now THE JUROKU BANK,LTD. JUROKU BANK ANNUAL REPORT 2018 鵜飼 匠 支店長 伊藤 鮎美 2nd Stage Advertisement mascot Advertisement mascot Takumi Ukai Ayumi Itou 005_9337401373009.indd 1-3 m_ns_web_9337401373009.indd 1 2018/09/252018/09/04 14:29:2617:08:04 F inancial Highlights (Consolidated) PROFILE The Juroku Bank, Ltd. and Subsidiaries Year Ended March 31, 2018 Thousands of The Juroku Bank, Ltd., has its business base in Gifu and Aichi prefectures, the Millions of Yen U.S.Dollars industrial center of the Chubu region of Japan. During the over 140 years since its founding in 1877, it has played a pivotal role as a leading financial institution in its 2018 2017 2018 For the Fiscal Year area. We will continue to follow our philosophy of “serving our community by fulfilling our social mission as a financial institution.” We will also pursue reforms by staying Total income ¥ 104,744 ¥ 125,807 $ 985,919 open-minded, managing our operations rationally and steadily, creating a strong Total expenses 91,133 111,459 857,803 management style through stronger earnings power, and improving our personnel and organization. Net Income Attributable to Owners of the Parent 9,901 10,036 93,195 The head office of the Bank is located in Gifu prefecture. The Bank has 162 domestic branch offices, mainly in Gifu and Aichi prefectures, as well as representative offices Cash dividends 2,990 2,616 28,144 in Shanghai, Singapore, Bangkok and Hanoi. On a consolidated basis, as of the end of March 2017, the Bank had total deposits of ¥5,443.0 billion (US$51,233 million), At Year-End total assets of ¥6,096.6 billion (US$57,385 million), and a capital ratio of 9.15% Total assets ¥6,096,568 ¥6,038,334 $57,384,864 based on domestic standards. Head Office Loans and bills discounted 4,215,431 4,024,458 39,678,379 Securities 1,300,663 1,339,112 12,242,686 Deposits 5,442,974 5,341,779 51,232,813 Total equity 361,253 347,371 3,400,348 Cash Flows CONTENTS 1 Financial Highlights (Consolidated) 17 Consolidated Statement of Income Net cash used in operating activities ¥ (178,680) ¥ (223,365) $ (1,681,852) 2 Message from the President and CEO 17 Consolidated Statement of Comprehensive Income Net cash provided by investing activities 49,526 392,727 466,171 3 Management Strategy 18 Consolidated Statement of Changes in Equity 10 Non-Performing Loans 19 Consolidated Statement of Cash Flows Net cash used in financing activities (13,223) (10,632) (124,464) 11 Contribution to the Regional Economy and Community 20 Notes to Consolidated Financial Statements Cash and cash equivalents, end of year 343,640 486,024 3,234,563 13 Juroku Bank’s ESG 36 Independent Auditors’ Report 14 Board of Directors and Audit & Supervisory Board Members 37 Corporate Data Note: Amounts stated in United States dollars have been computed, solely for convenience, at the rate of ¥106.24 = US$1, the approximate rate of exchange at March 31, 2018. 14 Organization Chart 37 Affiliates 15 Financial Review 38 Directory 16 Consolidated Balance Sheet Forward-Looking Statement This annual report contains certain forward-looking statements. Those forward-looking statements are subject to risks and uncertainties, and Juroku Bank’s actual results may differ from those described in the forward-looking statements. We are under no obligation, and expressly disclaim any obligation, to update or alter our forward-looking statements, whether as a result of new information, future events, or otherwise. 1 005_9337401373009.inddm_ns_web_9337401373009.indd 4-39 2-3 010_9337401373009.indd 1 2018/09/212018/09/252018/09/04 16:18:2314:29:27 17:08:06 Message from the President and CEO Management Strategy We will further strengthen our “engagement first” initiatives to The 14th Medium-term Management Plan continue evolving, with the aim of becoming “a financial group In April of 2017, we commenced “‘The 14th Medium-Term Management Plan’ All For Your Smile: Providing Wholehearted that is needed by customers and grows with customers.” Services ~ 2nd Stage ~” which will run for three years from FY2017 to FY2019. In this management plan, with “engagement first” as our cornerstone activity, we will transform our business model to create a positive cycle of “contribution to the growth of customers and local economies” and a “revenue structure with stability and permanency to support local communities” by implementing the six basic strategies of “expanding contact points with customers and offering solutions above and beyond expectations,” “actively getting Looking at the operating environment for regional financial involved in community tasks,” “building strategies by region,” “improving fund management capacity,” “improving management ef- institutions, the harsh business environment continues, in- ficiency to survive competition,” and “helping each employee improve performance.” cluding prolonged low interest rate environment. In addition, FY2019 Year-end Targets Long-term targets local economies face structural challenges, such as population Growth potential Earning capability Financial soundness Earning capability decline and acceleration of aging society with a declining (customer base) birthrate, and there are concerns that the size of the market Community presence Equity ratio (consolidated) Net income (consolidated) (daily-average deposits ROE (consolidated) will shrink in the future. With these circumstances as the +daily-average loans) Full implementation basis backdrop, regional financial institutions are greatly needed ¥10 billion ¥10,000 billion Around 8.7% 5%+ to contribute to the revitalization and development of local economies by supporting the growth of customers. Net income (consolidated) = Net Income Attributable to Owners of the Parent Core capital (before transitional arrangement) To meet this challenge, we commenced “‘The 14th Me- Core capital ratio (full implementation basis) = Risk assets (before transitional arrangement) dium-Term Management Plan’ All for Your Smile: Providing Through these initiatives, we aim to become “a financial group that is needed by customers and grows with customers.” Wholehearted Services ~ 2nd Stage ~” in April 2017. In this plan, we aim to be “a financial group that is needed by custom- ers and grows with customers,” and, with “engagement first” We will be committed to implementing the following basic strategies under the management plan, in as our cornerstone activity, we will transform our business an effort to appropriately address the challenges that surround the Group. model to create a positive cycle of contribution to the growth Basic Strategies of customers and local economies and a revenue structure with stability and permanency to support local communities. • Expanding contact points with customers and offering solutions above and beyond expectations We will develop a sales stance of sincerely tackling the diverse needs and tasks of our customers, while demonstrating our comprehensive At this turning point, we will work on expeditious sales strength as a Group. Business customers reforms suited to the diversifying needs of customers and the We will take risks appropriately and perform financial intermediary functions mainly through business performance evaluations, as well as work rapidly changing business environment. At the same time, to solve our customers’ issues by providing support according to their growth stage. Individual customers we will further push ahead with business reforms which we We will promote comprehensive transactions by providing goods and services according to customers’ life stages to explore their needs. In addi- tion, we will work to improve channel functions through region-specific branch operations and the expansion of non-face-to-face channels. have been pursuing, and provide high-quality “customer- • Actively getting involved in community tasks first” services. As such, we are committed to striving to further The Group will support local governments’ “comprehensive strategy for vitalizing towns, people, and jobs,” while fulfilling its responsibilities to regions through initiatives such as actively participating in regional development projects. improve our corporate value in order to continue to be a bank • Building strategies by region that customers can rely on into the future. In Gifu Prefecture, we will establish an absolute operational base mainly by demonstrating regional financial intermediary functions backed by an extensive branch network and a substantial volume of information. I look forward to receiving the continued support and In Aichi Prefecture, we will further demonstrate our presence including leveraging the growth potential of the market and enhancing our busi- encouragement of all of our stakeholders. ness base, in addition to focusing on business resources. • Improving fund management capacity In addition to improving our capacity to manage marketable securities primarily by diversifying investments to flexibly respond to changes in the market environment, we will work to utilize various financial techniques. July 2018 • Improving management efficiency to survive competition Yukio Murase In addition to accelerating business reforms, we are working to streamline branch operations in view of demographics. President and CEO We will also strive to further optimize our personnel allocation and workforce, including streamlining of the head office organization. • Helping each employee improve performance We will focus on developing human resources that can contribute to customers and regions, using the Bank as
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